City of Baltimore
OutcomeStat
Andrew Kleine
Budget Director | City of Baltimore
About Baltimore
• Form of Government: Strong Mayor
• FY16 Operating Budget: $2.7 billion
• Land Area: 81 square miles
• FY16 Capital Budget: $672.9 million
• Population: 622,793 residents
• FY16 Full Time Positions: 14,486
Baltimore CitiStat
CitiStat’s history is rooted in the
NYPD CompStat model
Baltimore CitiStat
“A leadership strategy that a mayor
can employ to mobilize city agencies
to produce specific results”
– Robert Behn, Harvard’s Kennedy School of Government
Tenets:
• Accurate and timely intelligence shared by all
• Rapid deployment of resources
• Effective tactics and strategies
• Relentless follow-up and assessment
The CitiStat Process
CitiStat relies heavily on the 311
Service Request Platform
The CitiStat Process
CitiStat Copycats
CitiStat has given rise to many other
State and City models
State of
Maryland
Philadelphia,
Pennsylvania
Buffalo,
New York
State of
Washington
Atlanta,
Georgia
New Orleans,
Louisiana
Bridgeport,
Connecticut
Somerville,
Massachusetts
Innovation Award
CitiStat won the Innovations in
American Government Award in 2004
from the Harvard Kennedy School
Mayor O’Malley giving CitiStat finalist
presentation at Kennedy School
Burrows Baited
Rat Rubout Requests
CitiStat Strengths
CitiStat Strengths
CitiStat Shortcomings
Routine
Finger pointing contest
Lose forest for the trees
Outcome Budgeting
What is it?
Outcome Budgeting
OLD WAY
NEW WAY
Starting Point:
Last year’s spending
Starting Point:
Next year’s goals
Funding Targets:
By agency
Funding Targets:
By Priority Outcome
Agency Submission:
How allocation will be spent
Agency Submission:
Proposal to achieve Results
Debate:
What to cut
Debate:
What to keep
Priority Outcomes
Better
Schools
Safer
Streets
Innovative
Government
Stronger
Neighborhoods
A Cleaner
City
Growing
Economy
A Healthier
City
Budget Cycle
Mayor
establishes
priorities
Budget is
passed
CLS
City Council
Review
Agency
Proposals
Board of
Estimates
Review
Results Team
Review
Mayor’s
Decisions
Drilling Platform
Performance Measures
Service 798 – YouthWorks Summer Jobs Program
Type
Output
Efficiency
Effectiveness
Outcome
Measure
# of youths participating in Youth Works program
Average cost per participant
% of responses rated as “very good” or “outstanding” on employer
surveys submitted by worksite supervisors
% of youth who increase their work readiness skills measured by Skills
for Success Assessment tool
FY11 Target
5,000
$1,400
85%
FY11 Actual
5,000
$1,200
86%
FY12 Target
4,500
$1,200
85%
FY13 Target
5,000
$1,200
85%
85%
73%
85%
80%
FY11 Actual
175
90%
$115,000
58%
29%
FY12 Target
235
100%
$115,800
58%
29%
FY13 Target
200
90%
$120,000
59%
29%
FY11 Actual
655
19
10%
135
168
FY12 Target
2,000
31
90%
250
250
FY13 Target
3,000
33
90%
250
150
Service 683 – Street Management
Type
Output
Efficiency
Efficiency
Effectiveness
Outcome
Measure
FY11 Target
Lane Miles Resurfaced or Reconstructed (internal + contractor forces)
200
% of potholes repaired within 48 hours of reporting
100%
Resurfacing cost per lane mile
$115,000
% of streets meeting acceptable pavement condition standard
59%
% of citizens rating street and sidewalk maintenance as good or excellent
29%
Service 749 – Blight Elimination
Type
Output
Efficiency
Effectiveness
Outcome
Outcome
Measure
Number of properties advertised for sale
Number of dispositions per Real Estate Agent
% of disposition completed within 120 days
Number of properties sold
# of HCD controlled city owned vacant buildings in transitional
neighborhoods
FY11 Target
1,500
25
80%
200
295
Generating Results
Without Outcome Budgeting,
high effectiveness services
would have received across
the board cuts.
Outcome Budgeting protected
services from cuts or even
increased funding.
• Youth Violence Prevention
• Family League After School
Programs
• Operation CARE
• Crime Cameras
Services that have not
demonstrated value have been
reduced or eliminated to in
favor of high performing high
priority services.
• Baltimore Rising
• Office of Community
Development
• Liquor Board staffing reduction
Efficiencies Have Been
Identified
• Consolidating CARE into the
Health Department saves
$250,000 a year in administrative
costs
• Reducing the Police Marine Unit
from year-round to on-call posture
has saved $1 million.
• A collaboration between the Fire
and Health departments assigns
nurses to frequent 911 callers and
has reduced their calls by 50%
Shortcomings
 Labor
intensive
 Lack of ownership
 Not fully integrated with ongoing performance
management
 Constrained by dollars, time and imagination
 New status quo?
Performance Management
A successful approach to city management:
 establishes meaningful goals,
 funds the services and investments to achieve them,
 monitors progress towards these goals, and
 is informed and modified based on evidence and feedback from a
wide variety of stakeholders.
CitiStat helps set targets, mobilize resources, and monitor progress.
Outcome Budgeting helps better align funds with the services and
investments that produce priority results.
A Need for Strategic Planning
City of Baltimore OutcomeStat
Outcome Budgeting + CitiStat
OutcomeStat Background
OutcomeStat is based on the principles of
Results-Based Accountability as laid out in
Mark Friedman’s book Trying Hard Is Not
Good Enough.
OutcomeStat Goals
Create a strategic plan for the City of Baltimore structured
around the measurable indicators for each of the Mayor’s
seven Priority Outcomes.
Better align Outcome Budgeting and CitiStat in a way that
builds on the innovative frameworks that already exist, and
keeps Baltimore at the forefront of innovation in
Government.
Identify multi-year targets for each of the Priority Outcome
Indicators, and an action plan for turning-the curve.
Increase opportunities for Citizen Participation in the City’s
strategic planning and decision making processes.
New Outcome Indicators
A Safe & Healthy Start
Kindergarten Readiness
Academic Achievement
College & Career Ready
•
•
•
•
• Shootings
• Property Crime
• Perception of Safety
•
•
•
•
Blight Elimination
Neighborhood Investment
Sustainable Transportation
Recreation Visits
• Employment Rate
• Number of Jobs
• Visitors
• Procurement
• Prompt Payment
• Special Events
•
•
•
•
Cleanliness of Waterways
Energy Usage
Recycling Rate
Perception of Cleanliness
• Heroin-Related Deaths
• Mental Health
• Childhood Asthma
Turn-the-Curve Process
Turn-the-Curve Process
Turn-the-Curve Process
FY16 Budget Process
FY16 Budget Process
Population Level Turn-the-Curve
OutcomeStat Website
Data
Visualizations
Maps
OutcomeStat Conference Results
OutcomeStat Conference Results
 Buy-in on Story Behind the Curve for all indicators
 Understanding of what other organizations view as challenges for
Baltimore and how they’re willing to help
 Prioritized strategies for turning-the-curve on all indicators
 Group of people engaged in OutcomeStat and awaiting next steps
OutcomeStat Conference Results
Results from Participant Survey:
95% are supportive of the OutcomeStat process after
attending the Conference
88% believed team accomplished the objectives for
each indicator
Listed opportunity to collaborate and develop
strategies with variety of stakeholders as most
valuable
Wanting to know next steps was common outstanding
question
OutcomeStat Going Forward
Align with Budget Process
 Budget Proposals from Agencies will demonstrate alignment
with indicator goals & the action plan items
Regular OutcomeStat Sessions

Meet regularly (quarterly or bi-annually) to measure progress
on indicators & action plan items
Grow OutcomeStat Website
 Link indicators to various service level Performance Measures,
Maps, & Real-Time Data Visualizations
Lessons Learned
 Get leaders in the right mindset
 Need them to be open-minded to new ideas and criticism
Don’t let them off the hook
 They need to do the hard work of Turn the Curve planning,
including setting targets and finding low cost/no cost actions
Make sure they own the plan
 All of the stakeholders must commit to their roles
Questions?
Andrew Kleine
Budget Director | Baltimore City
Andrew.Kleine@baltimorecity.gov
@baltimorebudget
budget.baltimorecity.gov